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IBM Innovate 2013 Presentation: Paychex Case Study: Successfully Deploying a Jazz ALM Solution to In-flight Projects with Minimal Disruption and Immediate Benefits

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<ul><li> 1. IBM Innovate 2013Paychex Case Study: Successfully Deployinga Jazz ALM Solution to In-flight Projects withMinimal Disruption and Immediate BenefitsPresenters Name Randy Makoski, Thomas Sylvester, Jason SmithPresenters Title, Organization Paychex, Inc.Presenters E-mail Address rmakoski@paychex.comtsylvester@paychex.com jasonsmi@us.ibm.comSession Track Number 2365 2013 IBM Corporation </li> <li> 2. 2Paychex Case Study: Successfully Deploying a Jazz ALMSolution to In-flight Projects with Minimal Disruption andImmediate Benefits Paychex IT Organization Background Business Need Adoption Approach RTC - Workflow RRC RTC Source Code Pitfalls Results Next StepsAgenda </li> <li> 3. 3Paychex IT Organization Located in Rochester, NY Two primary development organizations Developing in Cobol, C++, Java, Sql Approximately 1300 resources in Analysis, Development and Testorganizations </li> <li> 4. 4Background Source Control Systems ClearCase, TFS, Subversion Workflow Management Systems MS Project, Free Ware, Rally, ExcelSpread Sheets, Paper Notebooks, Taskboard/Index CardsEarly stages of adopting Agile methodologiesMost projects following Waterfall processWater-Scrum-Fall Requirements Management Caliber Quality Management Quality Center Automated Builds Build Forge, Jenkins and none </li> <li> 5. Background - Lifecycle Transparency WheelHP PPMCaliberSharePointKnowledgeSourceManagementHP ServiceCenterLogidexRallyHP QualityCenterAutomatedTestingAutomatedUnit TestingDashboardsBuildForgeJunitDunitNunitFindbugsQTPTestCompleteLoadrunnerFortifyDefect TrackingScriptsIncidentProblemChangeConfigurationClearcaseSubversionTFSReportingDBStatTrackerReleaseAccessDB Multiple tools from multiplevendors Point to point integrationresulting in brittleconnectivity Difficulty maintainingversion integrity throughupgrade cycles Limited data aggregationacross tool sets </li> <li> 6. 6BeforeTaskboard / Index CardsGantt ChartsBurndown ChartsResource SpreadsheetsRequirement DocumentsStatus Reports </li> <li> 7. 7Business Need In 2011, Paychex adopted an enterprise strategy to bring consistencyand standardization, to our software development life cycle No consistent workflow management tool (Best of Breed) Lack of Transparency IT Black Hole Out of date information Point-to-Point tool integration Manual reportingoSelected Jazz to assist in solving business needoConfigurable, Multiple Interfaces, OSLC </li> <li> 8. 8Adoption Approach Incremental Agile ApproachProject was divided into three efforts which introduced both processchange and RTC automation in controlled phases:Work item tracking including integration with a 3rd party test automation platformRequirements management including integration with a 3rd party testautomation platformSource code management (replacing ClearCase and other SCM tools) Repeatable approach for each phase, focused with high level plan Identify team struggles/provide solutions, easy wins Quarterly demos with executives Segmented adoption within phases to coincide with business constraints </li> <li> 9. 9Repeatable Approach for each Phase Explore features through an IBM hosted Proof of Technology session Identify a cross-section of key resources to guide process andstandardization decisions both management and individual contributors Define current processes, identify improvement opportunities and adoptRTC processes whenever possible Design and test migration strategy Design and test integration with 3rd party automation tools </li> <li> 10. 10Repeatable Approach for each Phase (cont.) Engage smaller teams as first adoptersThese teams helped to develop the on-boarding process (technical migrationsteps, training and documentation)Early adopters became subject matter experts These teams became the evangelists and the pull for the newautomation solution increased dramatically. This was key to oursuccess. Develop enterprise migration schedule and on- boarding process Follow-up health check with functional teams and project teams Consistent communication regarding project progress through internalblogs, SharePoint Information sites and internal Wikis </li> <li> 11. 11Implementation ScheduleRevised01/16/201210/31/2012Status Dev. Workflow AutomationJun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13PilotEnv.CleanupProject Active Pilot/BetaExtendedOneMonthfor2QCIntegrationItems v4.0 Project CompletedMigrationSCM(Revisedsince June 2012Update) CompleteJun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13Env.CleanupBuy Decision POCComplete Project Active Build&amp; Deploy ProjectCompletedRequirementsJun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13Env.CleanupPOCExtendedtoMarch Project Active PMAssigned Build&amp; Deploy Allnewprojects onRRC Project CompletedfornewRRCReleaseQ1FY13Project Definition&amp;ApproachQ1FY14Q2FY13Q1FY13Q3FY13WFMigration3Q2FY13 Q3FY13Q1FY12 Q2FY12 Q4FY12Q3FY12Planning/DesignRRCEvaluationQ1FY12Q1FY12 Q3FY12 Q4FY12Q2FY12WFMigration4WFMig1Q3FY12 Q4FY12Project Approach, Definition&amp;LauchProcess Definition,Training&amp; DesignFunctional POC(inLab)Q1FY13Q2FY12WFMigration2Functional POCQ1FY14Q1FY14Q4FY13Q4FY13SCMMigration1 SCMMigration2 SCMMigration3Q3FY13Q2FY13Beta (InProd. Env)Q2FY14Q2FY14Q2FY14RRCRequirements&amp;IntegrationPilotQ4FY13Req. MigrationDesignReviews&amp;Pilot-InProductionEnvironment SCMMigration4Q3FY14 </li> <li> 12. 12Pitfalls Initial focus was on Development process Needed to adjust our state engine to be more generic Requirements projects did not line up with development projects initially Controlling pull from downstream teams and functional groups outsideof development Having enough knowledgeable resources to support the rollout effort </li> <li> 13. 13Results - GeneralIn the first year, we have significantly improved standardization,consistency, efficiency, traceability and transparency. As a result we nowhave superior insight into our development projects that is aiding in betterdecision making. We expect this trend and additional benefits to continueas we expand module adoption. Significant improvement in collaboration Elimination of paper required for hand-offs between SDLC teams Out-of-box integration between RRC and RTC provides the desired requirementstraceability and visibility throughout the SDLC Leveraging out-of-box reporting capabilities, teams have built custom dashboards providingreal time views to consistent information. Complete transparency. Integration with 3rd party testing tools allows Analysis, Development and Test to work intheir tool of choice while keeping data synchronized Enabled adoption of Agile processes in all phases of the SDLC More data and insight to our projects than we have ever had, which allows for moreaccurate projections, improved prioritization and decision making </li> <li> 14. 14Results - WorkflowIn the first year, Work Item tracking was successfully implementedacross all Development and Test organizations. All new projects are using RTC for workflow management On-Boarded 60+ in-flight projects with minimal project timeline impact The flexibility of the tool allows teams to choose the process that is right for them(Agile, Waterfall, or Water-Scrum-Fall [a hybrid] ) Established a real time, bi-directional integration with the 3rd party testmanagement tool Standardized RTC process to allow for enterprise wide metrics rollup and retired2 other tools Work Item tracking with RTC is now expanding to other areas of the organizationincluding Analysis, IT Operations and Data Modeling </li> <li> 15. 15Results Requirements (RRC)Requirements module implementation is in the first adopter phase.The target is to complete full adoption and retire the former tool inyear two. Reduced from many requirements processes down to 2 waterfall and agile Redesigned the process to adopt a more agile approach with a focus onimproving collaboration and transparency between Analysis and Developmentteams Eliminated paper artifacts whenever possible, requirements tied to work Trained core team train-the-trainer concept just in time Converted 60% of the requirements documents from our previous requirementsmanagement tool Established a real time integration with our 3rd party test management tool Launched seven first adopter pilot teams </li> <li> 16. 16Results - SCMSCM is in the migration phase. Paychex spent additional time in theprocess definition phase due to the criticality of source code integrity andthe high number of active projects. We have set an aggressive goal tocomplete the migration of all source code in 2013. Planning migration strategy to move off ClearCase and other SCM tools beingused First live project moved April 2013 Beginning developer training and acclimating them to the paradigm shift usingsandbox environment, lunch and learns, more formal scheduled training sessionsEach team determining their needs/processes around using the tool Target is to have all source code migrated to RTC by November 2013 </li> <li> 17. 17BeforeTaskboard / Index CardsGantt ChartsBurndown ChartsResource SpreadsheetsRequirement DocumentsStatus Reports </li> <li> 18. 18After (Current State)Electronic Taskboard Backlogs/PlansBurndown ChartsResource Breakdown/LoadRequirement LinkageDashboards/Widgets </li> <li> 19. 19Next StepsExpand reporting using RRDIRQM POCIntegrate RTC with 3rd party time tracking toolInvestigate IBM Insight to improve managementreporting </li> <li> 20. 20Implementation ScheduleRevised 10/24/2012Reporting &amp; Dashboarding - Management Reporting*Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14POC Completed Project ActiveRational Quality Manager (New/Tentative)*Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14FY14BudgetDecision Project Active*Dates Modified Since June 2012 UpdatePossibleRQM MigrationPilot/Beta - In ProductionEnvironmentPOC (in Lab)RQM Eval.Q3 FY14Project Definition &amp;ApproachRRDI ReportBuildoutRational InsightAnalysisPossible InsightReport BuildoutReport Group 2DeliveriesQ3 FY14Q3 FY13 Q4 FY13 Q1 FY14Report Group 1DeliveriesQ4 FY13 Q1 FY14RRDI AnalysisQ2 FY14Q2 FY14Q1 FY13 Q2 FY13Q1 FY13 Q2 FY13 Q3 FY13 </li> <li> 21. 21 </li> <li> 22. 22Acknowledgements and disclaimers Copyright IBM Corporation 2013. All rights reserved. U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM productsand services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, orboth. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol ( or ), thesesymbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks mayalso be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at Copyright andtrademark information at www.ibm.com/legal/copytrade.shtmlIf you have mentioned trademarks that are not from IBM, please update and add the following lines:[Insert any special third-party trademark names/attributions here]Other company, product, or service names may be trademarks or service marks of others.Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countriesin which IBM operates.The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect t...</li></ul>